Openness, transformational leadership, and individual change readiness
Links to Fileshttp://library.towson.edu/cdm/ref/collection/etd/id/46570
MetadataShow full item record
Type of Workapplication/pdf
iv, 36 pages
ProgramTowson University. Human Resources Development Program
This study tested the effects of openness and transformational leadership on individual change readiness. Undergraduate students (N=84) were tested using an adaptation of Morizot’s the Big Five Personality Trait Short Questionnaire (2014). Participants were given a change scenario on the day of the experiment, either with a condition of transformational leadership or no transformational leadership. Then participants completed an adaptation of the Work Preferences Index and Change Assessment survey in order to establish a readiness score. Multiple regression analysis found the overall model of predictors of openness, leadership condition, and the interaction of the two predicted individual change readiness. Openness scores positively predicted readiness scores, but there were no other significant main effects or interaction effects. Problems with the validity of the leadership variable could explain theses outcomes.